The objective of this study was to find out how a course in School Financial Management should be designed and presented in order to bring about an improvement in the practice of school financial management in disadvantaged schools in the Eastern Cape Province of South Africa. The study was conducted in the interpretive and critical theory paradigms, and employed a qualitative empirical approach. The focus of the research was two cohorts of school leaders taking part in the Advanced Certificate in Education: School Management and Leadership programme at the Nelson Mandela Metropolitan University in Port Elizabeth. The researcher presented a course in Financial Management to both of these cohorts, and employed an action research method in her research, introducing the insights and lessons learned from teaching the first cohort in the design and teaching of the second cohort. Data were collected in various ways, including written assignments of students, class discussions, personal interviews and document analyses. More data were collected during school visits at which the researcher observed the level of financial practice at schools, and could also, from the one-to-one interactions with the students, identify the issues that were still problematic to them. Another aspect of the data gathering process was the detailed analysis of the section on Financial Management in the ACE study material provided by the Department of Education. This enabled the researcher to compare her study material and teaching approach to that of the Department’s study material, so as to ascertain which content and methods of teaching were best suited to bringing about an improvement in practice. The study’s main findings were that designers of such programmes in Financial Management should focus on basic Accounting principles and avoid an overload of content of issues which are “good to know”, but do not contribute to the understanding of Accounting principles necessary for the drawing up of financial statements. The method of teaching should predominantly be an interactive approach based on adult learning principles, with enough time for students to complete certain assignments and activities with feedback by the lecturer. The role v of mentors and of the lecturer visiting schools was emphasised as one of the key ways to assist participants in implementing what they had learned. The most important recommendations emanating from the study were the suggestion that the Department of Education should play a bigger formational role in providing feedback to schools on the financial statements submitted to the Department by these schools, the rethinking of the Department of Education’s module on Financial Management in the ACE for School Principals, and the development of a follow-up course in which all the additional aspects of School Financial Management could be included.

The purpose of this study was to confirm the necessity of a financial resource guide for beginning secondary choral directors in Texas. Budgetary information was gathered through an on-line survey addressing the financial knowledge of 25 participants made up of choral directors, college professors, fine arts directors and student teachers. Further information was gathered from college course guides, music periodicals and college textbooks. From the gathered survey data, a definite need for better financial education was identified. Collected data also demonstrated the necessity for additional courses to be added to the college curriculum with expanded literature on budgeting. Recommended college courses, as well as a calendar time line, Web sites for on-line music software, fundraising tips and budget proposals are also included resources.

School finance is the topic of numerous research studies; printed in newspapers and magazines, heard on the radio and television, and frequently spoken among educators throughout the nation. Anyone dealing with education is searching for methods of obtaining additional funds for projects and supplies; and even adding money directly to school districts' budgets. To better understand the importance of searching for additional funds to supplement the annual school districts' budgets, this study examines four sources for obtaining financial assistance: partnerships, fundraising, foundations, and local source venues. Participants include 10 school districts in the state of Texas having only a single high school campus; five Chapter 41 school districts and five Chapter 42 school districts. Two school districts are selected from each classification level: A, AA, AAA, AAAA, and AAAAA. One Chapter 41 (wealthy) district will be compared with one Chapter 42 (poor) school district within the same classification level. The five selected Chapter 41 school districts are above the equalized wealth limit of $305,000 per weighted average daily attendance. Data gathering procedures utilize a purposive case study by interviewing administrators in each of the school districts; studying Texas Education Agency's School Report Card, each school district's Actual Financial Data Report; sending a survey to a district administrator within each school district; gathering data from the directors of partners-in-education or adopt-a-school programs; reviewing financial records from booster clubs and education foundations; and studying financial audits for each of the school districts. This study looks at the dependency on outside financial assistance to further educational endeavors, whether they are for enrichment purposes or for extended educational pursuits. The study examines how each school district utilizes some combination of supplements to obtain additional funds for their annual budgets, whether the district is classified as Chapter 41 or 42. Using the actual financial data records for each school district, per-pupil revenue is determined. Not all school districts have access to education foundations, and not all school districts rely on business partners in education. Yet, all school districts receive assistance from local parent-teacher organizations and booster clubs and allow fundraising efforts among the various campuses. All school districts have access to local support venues, even though some are quite limited. Overall, these four areas of obtaining additional funds make only a small percentage of impact upon the majority of the school district's budgets. Yet, some of the school districts are impacted by these revenue sources as much as the percentage of federal aid received.

The problem of this study was to determine the status of program budgeting in selected Texas public schools as perceived by superintendents of those schools. The purposes were (1) to determine the implementation status of program budgeting in the major concept areas of systems analysis, multiyear planning, objective-based programs, cost inclusiveness, and administrative commitment and (2) to determine if the perception of the superintendents differed significantly depending upon the size of the school district they represent. Conclusions and recommendations for effective transition to a program budgeting system were then formulated. It was concluded from the findings that program budgeting concepts are present in all sizes of school districts surveyed; however, the data failed to reveal a fully implemented system in operation in any of the districts. The moderate level of program budgeting implementation in school districts appears to be the result of mandated utilization of the program-oriented accounting system. The program budgeting concepts other than the program budget seems to be implemented only to the degree necessary to adequately operationalize the required accounting system elements. There were no significant differences for any of the concept items relative to the size of the districts. Tire review of the literature failed to reveal significant encouragement from the state level for the full implementation of a program budgeting system in local school districts. It was implied from, the findings and conclusions that program budgeting should continue as a priority for Texas school districts, and efforts at all levels of education be expended to establish fully operational program budgeting systems in Texas school districts.

This study was conducted to analyze the effect of implementation of Texas House Bill 72 on budgets of selected Texas public school districts and to ascertain educational benefits to students derived from implementation of the bill as perceived by superintendents. Questionnaires were sent to superintendents of the Region 10 Education Service Center to determine perceived educational benefits to students. A demographic data sheet provided information for classifying respondents by educational experience, superintendent experience, and district enrollment classifications. Sixty-two districts responded. Official public school budget data for each district were analyzed for fiscal years 1983 through 1986 as were data from the questionnaire. Overall statistical information was gleaned through CONDESCRIPTIVE. Mean total expenditures, mean total tax rate, and state fiscal aid data were compiled, tabulated, and reported for each enrollment classification and entire sample. In addition, a t-test between the difference of two independent means at a probability level of .05 was applied. The two independent means were the averages of data for the two years prior to and after implementation of the law for expenditures, tax rates, and state fiscal contributions. Data comparing local and state expenditures were compiled, tabulated, and reported for each group to compare local and state fiscal effort prior to and after implementation. One-way analysis of variance was used to compare demographic variables with perceived educational benefits. Item and factor analyses were applied to establish reliability.

Thesis (MPA.) -- University of Limpopo, 2012 / The School Governing Body as the executive authority of every school has the role to govern the finance of the school efficiently, effectively and economically. It has to formulate financial policy and understand financial legislation framework in particular Public Finance Management Act, 1999, Procurement Policy and South African School Act, 1996. The problem in this study is to investigate the skills of the School Governing Body in the handling of school finances, its ability to formulate and implement school base financial policies and its implementation of South African Schools Act, 1996 and Public Finance Management Act, 1999.

Thesis (M. Ed.) - Central University of Technology, Free State, 2011 / Financial management is fundamental to the improvement of the efficient and effective use of finances in schools. If principals and SGB chairpersons are well trained on their roles and responsibilities regarding financial management, they will be able to effectively deal with financial matters of schools. Financial management is an integral part of efficient and effective financial management in schools. This study provides a literature discussion on funding provided to schools by the government, as well as the essences of financial management in the school setting. The study also sought to scrutinize the impact of related Acts and policies on financial management in schools. The fieldwork sought to determine the extent of possible problems that schools experience regarding financial management and aimed at providing possible solutions for efficient and effective financial management in schools. Principals and SGBs chairpersons made up the sample of this study. Questionnaires were used to determine the views and opinions of these participants regarding the efficiency and effectiveness of financial management in their schools. The data gathered through the open-ended questionnaires were analysed and reported on qualitatively. The key findings were that principals and the SGBs chairpersons wish to play an important role in financial management in schools, but lack financial management skills to do so. The lack of financial management skills was more evident on the side of the SGB chairpersons. The result of this lack of financial management skills has the effect that other types of financial problems arise at schools.

A financially secure public school district can provide children with an educational foundation that will eventually transition them into self-sufficient employed adults. These adults will become tax-paying citizens who will contribute to their local economies. The problem with one midwestern public school district is that a history of financial insecurity has affected the district's ability to provide students with all of the programs to which they are entitled. Using Baumgartner and Jones' conceptualization of punctuated equilibrium as the theoretical foundation, the purpose of this quantitative study was to determine the relationship between aspects of the Local Financial Stability and Choice Act (LFSCA) in 1 state and the educational policy outcomes in 1 affected city. The educational policy outcome variables were student retention, graduation rates, college readiness, student assessments, and the annual budget balance. Secondary data were collected from the Michigan School Data website. Data included the entire school district from the periods of Fiscal Year 2007 through Fiscal Year 2016. Data were analyzed using the non-parametric chi-square test of association. The findings indicated that LFSCA legislation has a statistical association with the graduation rate increasing, student assessment scores decreasing, and college readiness rates decreasing. The effect of the LFSCA legislation was found inconclusive for the student count and the annual budget balance. The implications for positive social change include for legislators to use the findings to create performance outcome measures that provide feedback on public school districts or public institutions.

This study described and analyzed the experiences of administrators in six Indiana school corporations that adopted a school-year budget under authorization provided by Public Law 50 (PL 50-1996). The study had the following objectives: (a) to identify reasons why school corporations became involved in the pilot project, (b) to determine what happened as a result of the pilot project, (c) to determine if the pilot project was perceived as successful by the school officials in the pilot group, and (d) to identify recommendations of superintendents and business officials about further use of a fiscal year budget in Indiana school corporations. A qualitative research methodology was used in this study. Data collection consisted of interviews with superintendents and business officials in the pilot group during January 2000.The administrators joined the pilot group because they believed all Indiana school corporations would eventually convert to a fiscal year budget and that their experiences would facilitate the conversion. They supported the concept of a fiscal year budget because it was congruous with the school-year. During implementation of the fiscal year budget, the administrators felt abandoned and did not receive the support they expected. Yet, based on their experiences with a fiscal year budget, the administrators supported a conversion to a fiscal year budget for all school corporations. Administrators recommended the state phase-in a fiscal year budget for other non-pilot school corporations.These findings suggest that administrators had valid reasons for joining the pilot group. In addition, administrators viewed the absence of key leaders at the state level as problematic for the pilot project. Based on the evidence, it appears that a fiscal year budget produced the following advantages for the participating corporation administrators: (a) allowed for better tracking of expenditures, (b) required less work to determine the cost of a school-year program, (c) allowed for more freedom in the summer, and (d) provided for a less stressful year-end. The success of the pilot group did not produce support for fiscal year budgets from either non-pilot school corporation officials or from state officials. Recommendations for piloting policy change and for further study on fiscal year budgets are included. / Department of Educational Leadership

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